Knowledge risks in organizational networks: The practice perspective

  • Authors:

  • Marco Marabelli;Sue Newell

  • Affiliations:

  • Bentley University, 175 Forest St., Waltham, MA, USA and The University of Warwick, Coventry, UK;Bentley University, 175 Forest St., Waltham, MA, USA and The University of Warwick, Coventry, UK

  • Venue:
  • The Journal of Strategic Information Systems
  • Year:
  • 2012

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Abstract

This commentary paper aims to highlight issues associated with the supposed ability to transfer knowledge across networks. In response to the paper ''Risks in Organizational Networks: An Exploratory Framework'', (Trkman and Desouza, 2012, pp. 1-17), we argue that the taken-for-granted assumption that knowledge is transferrable represents a risk in itself. We analyze knowledge in networks using a practice perspective - in turn we consider knowledge as enacted in social practices and as context-specific. In contrast with Trkman and Desouza's paper, we argue that if knowledge is seen as enacted in practice, a framework that maps risks associated with knowledge transfer is limiting. We conclude that, since knowing in practice is emergent and not fully controllable, adopting a set of best practices on how to effectively transfer (or not) knowledge could itself be risky for managers who then believe that knowledge can be treated as a commodity and easily moved about a network.